How to build shared understanding with example mapping

•

1 like•1,637 views

One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.

How to build shared understanding with
example mapping
Kent J. McDonald
kent@kbp.media
@kbpmedia
https://www.kbp.media/go/sobarc-2019/
1

Why talk about examples?
BUILD SHARED
UNDERSTANDING
OF THE STORY
IDENTIFY AND
ANSWER
QUESTIONS TO
MINIMIZE
INTERUPTSDURING DELIVERY
GIVE TEAM A
JUMP START ON
TEST PLANNING
AND TESTING
INVOLVE
DIFFERENT
PERSPECTIVES
FOR A BETTER
RESULT
IDENTIFY AND
DISCUSS
ASSUMPTIONS
PROVIDE CLEARPICTURE OFBUSINESS INTENT
3

(At Least) Three Perspectives
USER
STORY
DEVELOPMENT
TESTING
BUSINESS
DO I HAVE
ENOUGH
INFO TO
SOLVE THIS
PROBLEM?
HAVE I
DESCRIBED
THE
PROBLEM I
WANT
SOLVED?
WHAT
HAPPENS
WHEN…
THE “THREE AMIGOS” 5

When should we
have these
conversations?
6

Just in Time
BY END OF SPRINT N, HAVE
ENOUGH STORIES DESCRIBED
FOR SPRINT N+1
USER STORIES FLOW
AS THEY ARE DESCRIBED (READY)
7

Discovery Board
POLICY:
USER STORY
POLICY:
• USER STORY
• (SOME)
ACCEPTANCE
CRITERIA
• SIZE
POLICY:
• USER STORY
• ACCEPTANCE
CRITERIA
• SIZE
• MOCKUPS
• EXAMPLES
• DEPENDENCIES
• STAKEHOLDER
POLICY:
• USER STORY
• (SOME)
ACCEPTANCE
CRITERIA
8
Getting things ready to rock is a great
time for these conversations

How do we
structure these
conversations?
9

Example Mapping
Outputs:
§ Examples
§ Refined rules/acceptance criteria
§ New/split stories
§ Shared understanding
§ Empathy
10
STORY RULE(ACCEPTANCECRITERIA)
QUESTION
(WHAT IF…)
EXAMPLE(THE ONEWHERE…)
https://speakerdeck.com/mattwynne/example-mapping
Y
R
B
G

STORY
RULE RULE RULE
QUESTION
EXAMPLE
RULE
QUESTION
EXAMPLE
EXAMPLE
EXAMPLE
EXAMPLE
Example
Mapping
11

Add a
Review
Can only
review
sessions in
own track
Can only
review a
session
once
Can’t
review
your own
session
What if
session
changes
tracks?
What if
reviewer is
added to
session as
co-
presenter?
The one
where
session is in
Reed’s track
The one
where
session is
not in Reed’s
track
The one
where Reed
is presenter
The one
where Reed
is co-
presenter
Example
Mapping – An
Example
12

Your turn.
In order to prevent
passwords from being
guessed,
Users must be forced to
create strong
passwords
13

What do we use
to remember
what we said?
14

Collaborative Modeling
15
AS REED
I CAN ADD A
REVIEW TO A
SESSION
SO THAT I CAN
PROVIDE
FEEDBACK TO
SAM

Sample Models
PROCESS FLOW
UI PROTOTYPE
REPORT MOCKUP 16

Acceptance Criteria
17
§ REVIEWERS MUST PROVIDE A TITLE
AND DESCRIPTION FOR THE REVIEW.
§ REVIEWERS MAY INDICATE WHETHER
THEY THINK THE SESSION SHOULD BE
INCLUDED IN THE PROGRAM.
§ REVIEWERS MAY PROVIDE DETAILS OF
ANY CONFLICTS OF INTEREST THEY
HAVE IN REVIEWING THE SESSION.
§ REVIEWERS MAY PROVIDE COMMENTS
FOR THE REVIEW COMMITTEE.
§ SUBMITTERS OF THE REVIEWED
SESSION CAN SEE ONLY THE TITLE
AND DESCRIPTION OF THE REVIEW.
§ SUBMITTERS MAY SEE ONLY
REVIEWS OF SESSIONS THAT THEY
HAVE SUBMITTED.
§ REVIEWERS MAY REVIEW ONLY
SESSIONS SUBMITTED TO TRACKS
ON WHICH THEY ARE REVIEWERS.
§ REVIEWERS MAY NOT REVIEW ANY
SESSION ON WHICH THEY ARE
PRESENTERS OR CO-PRESENTERS.
§ REVIEWERS MAY PROVIDE ONLY
ONE REVIEW FOR A SESSION.
§ THE TITLE OF THE REVIEW MUST
CONTAIN 95 CHARACTERS OR LESS.
As Reed
I can add a
review to a
session
So that I can
provide feedback
to Sam

Examples
18
AS REED
I CAN ADD A
REVIEW TO A
SESSION
SO THAT I CAN
PROVIDE
FEEDBACK TO
SAM
Gherkin format is helpful to
describe behavior of your product

Examples CALCULATE
EVALUATIONS
(SUM OF
EVALUATION
VALUES/COUNT)
19
Mocking up data in spreadsheets
is helpful for calculations

If you remember nothing else….
DISCUSSING
EXAMPLES
SPEEDS SHARED
UNDERSTANDING
DISCUSS
EXAMPLES
WHEN GETTINGSTORIES READY
INVOLVE
MULTIPLE
PERSPECTIVES
(THREE
AMIGOS)
USE MODELS,
ACCEPTANCE
CRITERIA, AND
EXAMPLES
21

Kent McDonald
kent@kbp.media
@kbpmedia
https://www.kbp.media/go/sobarc-2019/
22

Slides from the Fresh Tilled Soil workshop Design Sprints at Scale held on 3.15.2018. A Design Sprint is a flexible time-boxed problem solving framework that increases the chances of making something people want. With an emphasis on collaborative ideation, solution sketching, prototype building, and user testing, Design Sprints give product teams more confidence in their choices and priorities. But confusion still exists. --How do I convince my organization it’s a good idea, and how do I get leadership buy-in? --What kind of prep work is required, and how soon should I start? --How do I make sure this doesn’t just become another innovation brainstorm that people dismiss when it’s over?

Design Sprint Workshop UXLx 2017

fresh tilled soil

Design Sprint Workshop UXLx 2017

Fresh Tilled Soil

The Artful Application of Collaborative Negotiations with Providers

Thomas Tanel

Fortune favors the prepared mind—”luck” in negotiations is actually the result of hard work and good planning. This presentation is for those who seek some collaborative negotiation skills that can be applied for success. One of your major functions is to negotiate the best terms and price for the materials and services your organization needs to operate. This complex task requires knowledge, tact, superior communication skills, and a solid game plan! But few people understand that 90% of all negotiations take place before the involved parties even get to the bargaining table. Collaboration is “in” and compromise is “out” for successful negotiators. Learn how to make collaboration one of your best negotiating assets and reduce your anxiety as you assume a negotiation comfort level.

Cets 2013_ gander hale_write_test_questions_sessionChicago eLearning & Technology Showcase

"Never pull anything into a sprint that is not ready, and never let anything out of a sprint that is not done.” Creating a comprehensive "Definition of Done (DoD)" is a widely accepted Agile practice that fosters a culture of accountability, minimizes rework, and reduces team conflict. However, when a team first establishes a DoD, things often get worse before they get better. Why? Because the team no longer gets credit for incomplete work. Committed stories are started but not finished, multiple stories are carried over to the next sprint, and the team's velocity decreases. So what can be done to overcome this common problem? An important tool to ensuring that stories are completed is an unambiguous Definition of Ready (DoR). Many Scrum-team issues are rooted in misunderstood and poorly prepared stories. In fact, I believe that stories that are NOT ready, but have been COMMITTED to a Sprint, are the root of all Scrum evil. Stories that are "ready" need to be clear, concise, and actionable. In this hands-on presentation and workshop, I will demonstrate the methods that I have used with multiple organizations to create stories that are truly ready for a Sprint, including: Learn my three-touch refinement technique (speed refining, sprint refining, and sprint planning) that requires teams to "touch" a story three times before the sprint Cultivate stories slowly and methodically to build shared vision Use Story Mapping to visualize the backlog, find missing stories, and understand customer journeys Write test cases before the sprint as a technique to decompose stories and uncover hidden questions Establishing a team-level "Definition of Ready (DoR)"

UXSG2014 Workshop (Day 2) - Form follows emotion workshop (gyro)

ux singapore

Augment the actionability of Analytics with the “Voice of Customer”

Ramkumar Ravichandran

Currently Voice of Customer, Analytical & Testing are treated as distinct functions and managed across siloed systems, resulting in under realization of true potential of these systems. Some of the biggest complaints cited by user groups of these functions can easily be solved by just leveraging the power of one technique for the other, be it the need for reasoning for analytical findings, scale for research insights or unintended consequences in Testing. Integrating them closely with the ability to talk to each other, having the data pass-throughs and the ability for application servers to process and react to the insights from across these systems will help get a reasoned decision system. Together these disparate but rich data sources can also open up avenues for exploratory research internally and outside, which can also be monetized as actionable data products.

Class 07: Testing

Jon Chang

Twelve tips on how to prepare an ERC grant proposal

CISPA Helmholtz Center for Information Security

101 on startups

Carolina Pinart

Starting a company is a life-changing event that brings together a breadth of experiences and emotions. This talk overviews the 5 stages of startups and discusses why a good idea does not necessarily result in a good product, and why a good product does not necessarily result in a company. It also provides a hands-on example of my own experience as an early-stage startup COO. Here’s the deal: to succeed, a company needs more than a good idea. It must solve a real market need, and execute that good idea really well. To this, you need to add a great team behind the idea to ensure that the right decisions are made along the way. And let’s not forget capital, which is essential to make everything come together and push the venture ahead. Finally, the business must be able to scale up for the company to succeed in the long term.

Session 3 lesson

rkottam

Darden_2012.pdf

ArushSinhal1

Advanced Presentation Techniques

theLecturette

Perspective Business Design event 5 maart 2020

Perspective

Prompt Engineering Guide.pptx

AmitSherewat

Day 1 of Kareer Success

Kay Nikookary

Aso workshop for the creative team

Alessandra Izzo

Technical Writing For Consultantsrlucera

Power Of Advocacy

Ihab Hatoum

Task 2 Resume Template & Resume Building Hala Bugra.docx

josies1

Task 2: Resume Template & Resume Building Hala Bugrais 1821443 Internship II Dr. Zeina Nehma & Ms. Rupali Bhagat May 10, 2020 Resume Template, Resume tips & Interview tips What is a Resume? A Resume is like your life’s portfolio. Its a document that can range from 2-10pages long created by person to show their background, skills & accomplishments throughout their lives. A resume is used in various reasons but the most used for is securing a Job or even an internship. Companies will always ask for your resume before employing you to see if your fit for the job. It’s important that you show them that you can stand our from the rest who are applying for the same job. Important Resume tips The first step, is to write your resume with the right structure & the right font which is mostly used with Georgia or Times New Roman with a font size of 12. Have your name in a larger text in the title and your person contact information (Name, phone number, home address & email). At the beginning of your resume you want to have a brief description about yourself. You don’t want to write your whole life story but you’d want to have useful information that make you even more fit to the job like important working personality traits (Hard worker, leader, etc.). Next, you’d want to have a list of your professional experience whether you did past jobs or worked in internships and volunteering. An important tip is to have your job title first, company name, start & date. Then you’d want to put a really brief description about the job and what you did maximum of 2-3 sentences. Next, you want to put a list of your skills at least six and really important ones you’d think would give you a boost to be chosen. You can add for example language skills, presentation skills or even computer skills. Lastly, you need to ad a reference list or just add “Provided upon request” and whatever they want a reference for they’ll contact you. Below I have added a great example of a resume: Interview tips The first tip, Is to make sure you know all the important information about the company before hand. This helps you to achieve a better interview since you have a better input just in case they ask any questions regarding the company. Clarify your points on why you want this job and what you could do it improve or keep the company going and not slow it down. Also, include to what makes you the best candidate to be chosen to work there. Anticipate concerns and reservations. Show your interviewer that whatever their concern is you could set up a defense to show them that even though their are some things your not fit for but your willing to work for it. Always prepare your answers before you get asked the questions. Anticipate what questions your interviewer would ask you and be ready for the answer instead of taking a while to think of one. Always practice how you will present yourself and how you could show a confident.

Task 2 Resume Template & Resume Building Hala Bugra.docx

mattinsonjanel

ENG 3107 Writing for the Professions—Business & Social Scienc.docx

christinemaritza

ENG 3107: Writing for the Professions—Business & Social Sciences Rev.6.26.18 Project 2: Memorandum Your Strategies for Recommendation Report OWL Draft Due Date: Final Draft Setup Requirement: • Polished, properly formatted, 2-page memorandum, that begins with a standard memo heading section that contains To, From, Subject, and Date • 12-point Times New Roman font • Single-spaced lines • 1st or 3rd person point of view WHAT: Write a 2-page memorandum (memo) addressed to your course instructor as its intended audience. The goal of your memo is to persuade your instructor to approve your strategies for constructing your Recommendation Report, where you will identify a problem within a specific company or organization and persuade a specific audience to take action. You must use the Rhetorical Structure outlined in the HOW section below. NOTE: Rather than draft a shorter version of your Recommendation Report, describe what you intend to do to create your Recommendation Report as written below. HOW: BRAINSTORM: Here are some suggestions from Contemporary Business Communications (Houghton Mifflin, 2009) to prompt your thinking about possible topics for the Recommendation Report as you develop this memo assignment (the term "ABC company" is a generic name and cannot be used for the assignment): • comparison of home pages on the Internet for ABC industry • dress policy for the ABC company • buying versus leasing computers at ABC company or university • developing a diversity training program at ABC company • encouraging the use of mass transit at ABC company or university • establishing a recycling policy at ABC company • evaluating a charity for corporate giving at ABC company • recommending a site for the annual convention of ABC association • starting an employee newsletter at ABC company • starting an onsite wellness program at ABC company or university • best online source for office supplies at ABC company • best shipping service (e.g. UPS, USPS, FedEx) • most appropriate laptop computer for ABC company managers who travel ENG 3107: Writing for the Professions—Business & Social Sciences Rev.6.26.18 RHETORICAL STRUCTURE: Use the subheadings in bold below in your memo. • Description: What problem or challenge will you address in your Recommendation Report? Provide an overview in two or three sentences, explaining why the memo has been written. Why is the problem/challenge important to address? • Objective: What should your audience know and do/change as a result of your Recommendation Report? • Information: What evidence will you will need to gather to support your recommendations in the Recommendation Report? Where do you think you will find this information? How will this information help you persuade your reader of your recommendation? (Do not conduct any research for this memo assignment, just describe your research plans.) • Audience: Who is .

QM-008-Design for Six Sigma １handbook

Moving from Business Analyst to Product Owner to Product Manager

Kent McDonald

Are you a business analyst who wonders how you can use your business analysis capabilities to be competitive in the job market for the next 3 to 5 years? As I first noted back in 2017, product owner and product manager roles offer a viable career path for business analysts, especially those who currently work on custom software development projects. Come to this session to learn about the similarities and differences between business analysis, product owner, and product manager roles. Then discover how you can apply your business analysis experience to becoming a product owner or product manager. Along the way, you’ll hear about the lessons I and others have learned from moving from business analysis through product owner to product management roles.

21 Story Splitting Patterns

Kent McDonald

Similar to How to build shared understanding with example mapping

ICSA Annual Conference: Day 2, afternoon sessions

Institute of Chartered Secretaries and Administrators

Ensure Sprint Success with Stories that are Ready

AgileThought

UXSG2014 Workshop (Day 2) - Form follows emotion workshop (gyro)

ux singapore

Augment the actionability of Analytics with the “Voice of Customer”

Ramkumar Ravichandran

Class 07: Testing

Jon Chang

Twelve tips on how to prepare an ERC grant proposal

CISPA Helmholtz Center for Information Security

101 on startups

Carolina Pinart

Session 3 lesson

rkottam

Darden_2012.pdf

ArushSinhal1

Advanced Presentation Techniques

theLecturette

Perspective Business Design event 5 maart 2020

Perspective

Prompt Engineering Guide.pptx

AmitSherewat

Day 1 of Kareer Success

Kay Nikookary

Aso workshop for the creative team

Alessandra Izzo

Technical Writing For Consultantsrlucera

Power Of Advocacy

Ihab Hatoum

Task 2 Resume Template & Resume Building Hala Bugra.docx

josies1

Task 2 Resume Template & Resume Building Hala Bugra.docx

mattinsonjanel

ENG 3107 Writing for the Professions—Business & Social Scienc.docx

christinemaritza

QM-008-Design for Six Sigma １handbook

Similar to How to build shared understanding with example mapping (20)

ICSA Annual Conference: Day 2, afternoon sessions

Ensure Sprint Success with Stories that are Ready

UXSG2014 Workshop (Day 2) - Form follows emotion workshop (gyro)

Augment the actionability of Analytics with the “Voice of Customer”

Class 07: Testing

Twelve tips on how to prepare an ERC grant proposal

101 on startups

Session 3 lesson

Darden_2012.pdf

Advanced Presentation Techniques

Perspective Business Design event 5 maart 2020

Prompt Engineering Guide.pptx

Day 1 of Kareer Success

Aso workshop for the creative team

Technical Writing For Consultants

Power Of Advocacy

Task 2 Resume Template & Resume Building Hala Bugra.docx

ENG 3107 Writing for the Professions—Business & Social Scienc.docx

QM-008-Design for Six Sigma １

More from Kent McDonald

Moving from Business Analyst to Product Owner to Product Manager

Kent McDonald

21 Story Splitting Patterns

Kent McDonald

How to discover the right product to solve the right problem

Kent McDonald

Have you ever found yourself working as part of a large program with a lot of activity but not much progress? It could be rewriting a 20 year old system, customizing a COTS application, or building a data warehouse. You may have been told that adopting agile approaches will help you deliver those types of efforts better, faster, and cheaper. You may have also found out that it’s not quite that simple. If you make your delivery process more efficient, you may just be delivering the wrong solution to the wrong problem faster. Joint Kent McDonald to find out a practical and effective approach to discern if you’re solving the right problem,and discover the right product to address that problem. You’ll learn how to structure your next project to: * Identify the problem you’re trying to solve * Make sure the problem is worth solving * Iteratively discover the right product to solve that problem. Along the way you’ll learn about and practice a collection of simple techniques that you can use right away. Learning Objectives: 1) How to use a problem statement to help your team understand the problem you’re trying to solve and determine if it’s worth solving 2) How to use decision filters and story maps to guide your efforts to discover the right product 3) How to use backlog refinement techniques to build a shared understanding of your product

How to Find the Real Need with Socratic Questioning

Kent McDonald

A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn’t as prevalent. In this session you’ll learn about a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years – Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking “why?” five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You’ll then have a chance to consider how to use socratic question for a real life situation.. Come learn about this technique so you can use it back at the office to drive toward the right outcome. Learning Objectives: * Learn what socratic questioning is * Learn how to identify your stakeholders needs using socratic questioning * Determine when Socratic question is an appropriate technique to use

Stakeholders are problematic

Kent McDonald

Ok, perhaps I should say that differently. The concept of a stakeholder is problematic. Technically, a stakeholder is anyone who impacts or is impacted by an organization’s actions or products. That definition of a stakeholder isn’t very helpful if you’re trying to differentiate between customers, users, and those internal folks who have an interest in your product. To keep things straight, I apply the term stakeholders to that third group specifically. Stakeholders play a big part in internal products, so you can’t ignore your stakeholders and you can’t focus solely on them either. Join Kent McDonald in this Ask Me Anything session focused on working with stakeholders. Kent has spent more years than he cares to admit working with all different types of stakeholders, and now he’d like to answer your questions and (hopefully) help you avoid some of the mistakes he’s made along the way. So bring your questions about working with stakeholders and Kent will answer them. Anything he doesn’t get a chance to answer during the session he’ll follow up with answers after the session. Learning Objectives: Some questions we will most certainly address: How to know if you’re dealing with a customer, a user, or stakeholder and why that’s important How to identify the stakeholders you need to deal with and how you should deal with them How to keep your stakeholders up to speed on what you’re up to.

Examining the Product Owner Role

Kent McDonald

As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.

How to Find the Real Need with Socratic Questioning

Kent McDonald

A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Kent McDonald and Heather Mylan-Mains walk you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent & Heather describes the questions, why they work and in what context they work based on their experience with IT organizations. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.

Agile Leadership: Accelerating Business Agility - Context

Kent McDonald

The "one size fits all" approach to Project Leadership is inherently flawed. Practitioners have found that the two primary attributes of uncertainty and complexity of a project provide guidance to effective project leadership and governance. Complexity includes project composition such as team size and criticality, while uncertainty includes both market and technical uncertainty. The approach and leadership style required for a simple, stable project is quite different than what is required for highly uncertain, highly complex projects. This session demonstrates how to use the Context Leadership Model to determine the appropriate approach and leadership style for a project based on its uncertainty and complexity. Key Learning Points How to assess the complexity and uncertainty characteristics of a project How to tailor the project approach based on those characteristics How to determine the appropriate leadership style for a project based on its characteristics

How to find the real need with socratic questioning

Kent McDonald

A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.

Examining the Product Owner Role

Kent McDonald

Tis better to be effective than efficient

Kent McDonald

Better. Faster. Cheaper. Many IT organizations are constantly seeking the "best" practices that will deliver those characteristics, and the fact that they continue to search indicates they haven’t found them yet. It could be they are looking in the wrong place. Most efforts around achieving better, faster, cheaper center around becoming ultra efficient. Effectiveness may just be the better target. Join Kent McDonald to explore the difference between efficiency and effectiveness and learn three simple, yet powerful, techniques that he has found can help teams be more effective. You’ll learn how to: Build a shared understanding of the problem you are trying to solve Establish clear guard rails for distributed decision making Measure progress based on outcome, not output Along the way he’ll share stories about how he has used these techniques and help you figure out when these techniques may work in your situation. You may be able to get faster and cheaper with efficiency, but in order to get better outcomes, you need to be effective. Come to this session to learn how.

The 3D's of Scaling (Agile)

Kent McDonald

Do you work at an organization that is "scaling" agile or thinks they need to do "agile at scale"? Do you find yourself asking these questions: - What does scaling agile really mean, and is it necessary that we scale? - If scaling means working with a large team, how do we make sure everyone is moving in the same direction? - How do we deal with the complications that come with scaling, such as the dependencies that are inherently created? Join Kent McDonald as he suggests answers to these questions in the form of 3D’s: - Do "scaling" only when necessary - Decision making in a complicated environment - Dependencies and how to deal with them As we examine these topics, Kent introduces simple, yet powerful techniques your teams can use to be more effective in an environment where scaling seems to be the right answer. You’ll walk away with ideas on how to apply these techniques in your own situation. Learning Outcomes: - Use the Context Leadership Model and the Cynefin model to determine if scaling is the right answer - Encourage informed decision making through Purpose Based Alignment and decision filters - Minimize dependencies through collaborative planning & consistent communication

What do Scrum Masters Really Do? And do we need them?

Kent McDonald

The Scrum Master role is a foundational concept of Scrum, yet like everything else, the role and it’s value should not be fixed. As with everything else related to agile, the nature of the Scrum Master role, and whether it is needed or all, depends a great deal on context. As teams discover this, it leads to some common questions: * What do Scrum Masters Really Do? * Do we even need Scrum Masters? Join Jodi and Kent as we examine the Scrum Master role and attempt to answer the above questions. We’ll share our experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Scrum Master role and how it applies (or not) to your situation. After all, the only consistent answer to the above questions is “it depends”.

Collaborative Modeling In A Nutshell

Kent McDonald

Have you ever found yourself in a conversation with stakeholders, development team, or both that was going no where? Do you find that the written word never quite conveys what you are trying to say? Are you a believer in the saying “a picture is worth a 1,000 words?” Are you always looking for the closest whiteboard and marker? You may want to try collaborative modeling. Collaborative modeling refers to the use of well-known requirements modeling techniques in a collaborative fashion to build and maintain a shared understanding of your problem space and potential solution(s). Join Kent to explore how to use requirements models as collaborative elicitation and analysis techniques with your delivery team and stakeholders. We won’t necessarily cover how to do create every specific type of model, but we will talk about when specific techniques are the most helpful, and how to use them in a collaborative fashion. Learning Objectives: - When specific modeling techniques may be the most helpful - How to model collaboratively - Why collaborative modeling is effective

Analysis With an Agile Mindset Workshop

Kent McDonald

Analysis is often portrayed as eliciting and documenting requirements, frequently in terms that sound a lot like asking people what they want and writing it down. Analysis is about understanding your stakeholders and their needs, identifying the best solution for satisfying those needs in your particular context, and then building a shared understanding of that solution. Requirements play a part in that work, especially around describing the need, but they are certainly not the end product. In this session, Kent McDonald will guide you through an approach to analysis in an agile manner. You’ll see examples of techniques that will help you understand stakeholders, context, and needs and then determine and describe possible solutions. You’ll then get an opportunity to try those techniques out on a case study. Along the way you’ll find out how to use analysis to determine if you are doing the right thing and how to determine how much analysis is just enough. Key takeaways: - Identify and understand potential users with user modeling. - Determine the appropriate design approach for your project using the Purpose Based Alignment Model. - Use decision filters to clearly state the desired outcome of your project and provide team with information for decision making. - Identify and describe backlog items in more detail using collaborative modeling.

21 Story Splitting Patterns

Kent McDonald

Lessons Learned in Product Ownership

Kent McDonald

Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.

Positive Politics

Kent McDonald

You have been tapped for an exciting new project. A member of the executive team recognizes that the company needs to transform to meet the evolving needs of your dynamic marketplace. They know that Agile will be part of that transformation, they tap you to lead the effort, and now they think their work is done . While that is exciting and an honor for you, you still need the active engagement of the senior leadership team to create a culture where Agile practices can flourish. The support from the top is critical to drive the type of innovation and flexibility that will be required to successfully implement any new idea – but especially one as (positively) disruptive as Agile. This session describes how senior leaders need to act differently in an enterprise transitioning to agile, and some helpful patterns individual contributors can use to leverage politics in a positive manner to lead up through influence and help senior leaders make the transition. These patterns are based on Heather and Kent’s experiences at a variety of organizations driving or helping to drive changes including, but not limited to adopting agile approaches. Along the way, we’ll give you a chance to share your thoughts and experiences using politics in a positive (or perhaps not so positive) way to help an enterprise transition to agile.

Anyone Can Write User Stories. It's the (Shared) Understanding That's Important

Kent McDonald

“Who should write user stories?” “How can I write better user stories?” When should we write user stories?” All questions frequently asked. And all questions entirely missing the point. Just as the *holding* is the most important part of the rental car reservation, the *shared understanding* is the most important part of the user story. Join Kent to learn how user stories help you build shared understanding of the right solution with your team. Along the way, learn some techniques to address common issues that stand in the way of getting everyone telling the same story. Learning Objectives: * Start with value, then identify stories * One way to stop solutioning * Dealing with dependencies (that may not be there) within your backlog * Ways to split user stories into a more manageable size * Mapping your way to acceptance criteria

Decision Making Techniques for Not for Profits

Kent McDonald

Agile approaches emphasize delivering business value to stakeholders. The concept of business value is a difficult concept to get your arms around, doubly so if you are working in a Not for Profit. One way to address the problem is to see the idea of business value for what it is – an aid for making decisions. In this talk Kent McDonald describes three simple techniques that you can use to make decisions in your Not For Profit. Kent describes how to apply the idea of business value to not for profits and shows how you can use three techniques – Real Options, Decision Filters, and Purpose Based Alignment to make decisions in any kind of organization, even Not for Profits.

More from Kent McDonald (20)

Moving from Business Analyst to Product Owner to Product Manager

21 Story Splitting Patterns

How to discover the right product to solve the right problem

How to Find the Real Need with Socratic Questioning

Stakeholders are problematic

Examining the Product Owner Role

How to Find the Real Need with Socratic Questioning

Agile Leadership: Accelerating Business Agility - Context

How to find the real need with socratic questioning

Examining the Product Owner Role

Tis better to be effective than efficient

The 3D's of Scaling (Agile)

What do Scrum Masters Really Do? And do we need them?

Collaborative Modeling In A Nutshell

Analysis With an Agile Mindset Workshop

21 Story Splitting Patterns

Lessons Learned in Product Ownership

Positive Politics

Anyone Can Write User Stories. It's the (Shared) Understanding That's Important

Decision Making Techniques for Not for Profits

Recently uploaded

Connector Corner: Automate dynamic content and events by pushing a button

DianaGray10

Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to: Create a campaign using Mailchimp with merge tags/fields Send an interactive Slack channel message (using buttons) Have the message received by managers and peers along with a test email for review But there’s more: In a second workflow supporting the same use case, you’ll see: Your campaign sent to target colleagues for approval If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team But—if the “Reject” button is pushed, colleagues will be alerted via Slack message Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors. And... Speakers: Akshay Agnihotri, Product Manager Charlie Greenberg, Host

FIDO Alliance Osaka Seminar: Passkeys and the Road Ahead.pdf

FIDO Alliance

GraphRAG is All You need? LLM & Knowledge Graph

Guy Korland

Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs. 1. Unifying Large Language Models and Knowledge Graphs: A Roadmap. https://arxiv.org/abs/2306.08302 2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs: https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/

Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024

Tobias Schneck

As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other? Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.

JMeter webinar - integration with InfluxDB and Grafana

RTTS

Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application. In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics. Length: 30 minutes Session Overview ------------------------------------------- During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana: - What out-of-the-box solutions are available for real-time monitoring JMeter tests? - What are the benefits of integrating InfluxDB and Grafana into the load testing stack? - Which features are provided by Grafana? - Demonstration of InfluxDB and Grafana using a practice web application To view the webinar recording, go to: https://www.rttsweb.com/jmeter-integration-webinar

How world-class product teams are winning in the AI era by CEO and Founder, P...

Product School

Transcript: Selling digital books in 2024: Insights from industry leaders - T...

BookNet Canada

The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more. Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/ Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.

From Siloed Products to Connected Ecosystem: Building a Sustainable and Scala...

Product School

Leading Change strategies and insights for effective change management pdf 1.pdf

OnBoard

UiPath Test Automation using UiPath Test Suite series, part 4

DianaGray10

Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap. The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies. Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques What will you get from this session? 1. Insights into SAP testing best practices 2. Heatmap utilization for testing 3. Optimization of testing processes 4. Demo Topics covered: Execution from the test manager Orchestrator execution result Defect reporting SAP heatmap example with demo Speaker: Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP

Mission to Decommission: Importance of Decommissioning Products to Increase E...

Product School

Encryption in Microsoft 365 - ExpertsLive Netherlands 2024

Albert Hoitingh

DevOps and Testing slides at DASA Connect

Kari Kakkonen

Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...

Jeffrey Haguewood

Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows. We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases. This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams. Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.

Epistemic Interaction - tuning interfaces to provide information for AI support

Alan Dix

Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024 https://alandix.com/academic/papers/synergy2024-epistemic/ As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.

Assuring Contact Center Experiences for Your Customers With ThousandEyes

ThousandEyes

Elevating Tactical DDD Patterns Through Object Calisthenics

Dorra BARTAGUIZ

After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!

FIDO Alliance Osaka Seminar: Passkeys at Amazon.pdf

FIDO Alliance

From Daily Decisions to Bottom Line: Connecting Product Work to Revenue by VP...

Product School

The Art of the Pitch: WordPress Relationships and Sales

Laura Byrne

Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes? All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.

Recently uploaded (20)

Connector Corner: Automate dynamic content and events by pushing a button

FIDO Alliance Osaka Seminar: Passkeys and the Road Ahead.pdf

GraphRAG is All You need? LLM & Knowledge Graph

Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024

JMeter webinar - integration with InfluxDB and Grafana

How world-class product teams are winning in the AI era by CEO and Founder, P...

Transcript: Selling digital books in 2024: Insights from industry leaders - T...

From Siloed Products to Connected Ecosystem: Building a Sustainable and Scala...

Leading Change strategies and insights for effective change management pdf 1.pdf

UiPath Test Automation using UiPath Test Suite series, part 4

Mission to Decommission: Importance of Decommissioning Products to Increase E...

Encryption in Microsoft 365 - ExpertsLive Netherlands 2024

DevOps and Testing slides at DASA Connect

Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...

Epistemic Interaction - tuning interfaces to provide information for AI support

Assuring Contact Center Experiences for Your Customers With ThousandEyes

Elevating Tactical DDD Patterns Through Object Calisthenics

FIDO Alliance Osaka Seminar: Passkeys at Amazon.pdf

From Daily Decisions to Bottom Line: Connecting Product Work to Revenue by VP...

The Art of the Pitch: WordPress Relationships and Sales

How to build shared understanding with example mapping

1. How to build shared understanding with example mapping Kent J. McDonald kent@kbp.media @kbpmedia https://www.kbp.media/go/sobarc-2019/ 1

2. Why talk about examples? 2

3. Why talk about examples? BUILD SHARED UNDERSTANDING OF THE STORY IDENTIFY AND ANSWER QUESTIONS TO MINIMIZE INTERUPTSDURING DELIVERY GIVE TEAM A JUMP START ON TEST PLANNING AND TESTING INVOLVE DIFFERENT PERSPECTIVES FOR A BETTER RESULT IDENTIFY AND DISCUSS ASSUMPTIONS PROVIDE CLEARPICTURE OFBUSINESS INTENT 3

4. Who should be included? 4

5. (At Least) Three Perspectives USER STORY DEVELOPMENT TESTING BUSINESS DO I HAVE ENOUGH INFO TO SOLVE THIS PROBLEM? HAVE I DESCRIBED THE PROBLEM I WANT SOLVED? WHAT HAPPENS WHEN… THE “THREE AMIGOS” 5

6. When should we have these conversations? 6

7. Just in Time BY END OF SPRINT N, HAVE ENOUGH STORIES DESCRIBED FOR SPRINT N+1 USER STORIES FLOW AS THEY ARE DESCRIBED (READY) 7

8. Discovery Board POLICY: USER STORY POLICY: • USER STORY • (SOME) ACCEPTANCE CRITERIA • SIZE POLICY: • USER STORY • ACCEPTANCE CRITERIA • SIZE • MOCKUPS • EXAMPLES • DEPENDENCIES • STAKEHOLDER POLICY: • USER STORY • (SOME) ACCEPTANCE CRITERIA 8 Getting things ready to rock is a great time for these conversations

9. How do we structure these conversations? 9

10. Example Mapping Outputs: § Examples § Refined rules/acceptance criteria § New/split stories § Shared understanding § Empathy 10 STORY RULE(ACCEPTANCECRITERIA) QUESTION (WHAT IF…) EXAMPLE(THE ONEWHERE…) https://speakerdeck.com/mattwynne/example-mapping Y R B G

11. STORY RULE RULE RULE QUESTION EXAMPLE RULE QUESTION EXAMPLE EXAMPLE EXAMPLE EXAMPLE Example Mapping 11

12. Add a Review Can only review sessions in own track Can only review a session once Can’t review your own session What if session changes tracks? What if reviewer is added to session as co- presenter? The one where session is in Reed’s track The one where session is not in Reed’s track The one where Reed is presenter The one where Reed is co- presenter Example Mapping – An Example 12

13. Your turn. In order to prevent passwords from being guessed, Users must be forced to create strong passwords 13

14. What do we use to remember what we said? 14

15. Collaborative Modeling 15 AS REED I CAN ADD A REVIEW TO A SESSION SO THAT I CAN PROVIDE FEEDBACK TO SAM

16. Sample Models PROCESS FLOW UI PROTOTYPE REPORT MOCKUP 16

17. Acceptance Criteria 17 § REVIEWERS MUST PROVIDE A TITLE AND DESCRIPTION FOR THE REVIEW. § REVIEWERS MAY INDICATE WHETHER THEY THINK THE SESSION SHOULD BE INCLUDED IN THE PROGRAM. § REVIEWERS MAY PROVIDE DETAILS OF ANY CONFLICTS OF INTEREST THEY HAVE IN REVIEWING THE SESSION. § REVIEWERS MAY PROVIDE COMMENTS FOR THE REVIEW COMMITTEE. § SUBMITTERS OF THE REVIEWED SESSION CAN SEE ONLY THE TITLE AND DESCRIPTION OF THE REVIEW. § SUBMITTERS MAY SEE ONLY REVIEWS OF SESSIONS THAT THEY HAVE SUBMITTED. § REVIEWERS MAY REVIEW ONLY SESSIONS SUBMITTED TO TRACKS ON WHICH THEY ARE REVIEWERS. § REVIEWERS MAY NOT REVIEW ANY SESSION ON WHICH THEY ARE PRESENTERS OR CO-PRESENTERS. § REVIEWERS MAY PROVIDE ONLY ONE REVIEW FOR A SESSION. § THE TITLE OF THE REVIEW MUST CONTAIN 95 CHARACTERS OR LESS. As Reed I can add a review to a session So that I can provide feedback to Sam

18. Examples 18 AS REED I CAN ADD A REVIEW TO A SESSION SO THAT I CAN PROVIDE FEEDBACK TO SAM Gherkin format is helpful to describe behavior of your product

19. Examples CALCULATE EVALUATIONS (SUM OF EVALUATION VALUES/COUNT) 19 Mocking up data in spreadsheets is helpful for calculations

20. Questions? 20

21. If you remember nothing else…. DISCUSSING EXAMPLES SPEEDS SHARED UNDERSTANDING DISCUSS EXAMPLES WHEN GETTINGSTORIES READY INVOLVE MULTIPLE PERSPECTIVES (THREE AMIGOS) USE MODELS, ACCEPTANCE CRITERIA, AND EXAMPLES 21

22. Kent McDonald kent@kbp.media @kbpmedia https://www.kbp.media/go/sobarc-2019/ 22

How to build shared understanding with example mapping

Recommended

Recommended

More Related Content

Similar to How to build shared understanding with example mapping

Similar to How to build shared understanding with example mapping (20)

More from Kent McDonald

More from Kent McDonald (20)

Recently uploaded

Recently uploaded (20)

How to build shared understanding with example mapping